Time for the Next Generation of Cloud Leadership

The cloud computing market is the now the "big thing" and there are hard revenue facts to back up that claim.  As an example, independent research firm Forrester Research expects the global cloud computing market to reach $241 billion in 2020 compared to $40.7 in 2010, according to a new Forrester report called “Sizing the Cloud”. This same Forrester Report indicates that although Infrastructure-as-a-Service (IaaS) is going to capture a significant share of this revenue, the Software-as-a-Service (SaaS) market will grow to to $92.8 billion by 2016.

This rapid growth is a classic technology market paradigm shift.  And, paradigm shifts, even in the fast paced world of Information Technology (IT) are often very hard for most people to grasp. It is not that they are necessarily resistant, lack intelligence or don't want to move forward.  The truth is that we see through a lens that is familiar and the unfamiliar is hard to grasp, especially if it requires us to think differently. The challenge is that the familiar will often not take us into the future. The world changes, and as it does the familiar often becomes our enemy, not our friend.

Interestingly, when change around us is a rapid as the move to cloud computing, we often cling to the familiar because it provides us with stability when in reality the familiar is destined to keep us from meeting new opportunities in our changing world. Think Kodak. While they clung to the familiar the world changed and they were caught unable to catch up. The familiar was their nemesis.

I see the same dynamics at play in the cloud computing market.  And, although I am not predicting an epic cloud computing failure on the level of a Kodak, I do predict some surprising changes in in both the vendor community and among major enterprises as a result of lack of leadership in successfully navigating the cloud.This begs the question about whether or not it might be time for the next generation of cloud technology leadership?

In 2011, I just got a chance to read a really interesting article titled, "Above the Cloud: The Next Generation of Cloud Leadership", published on November 9, 2011 by Darren Cinti, Matt Aiello and Jason Kranz. The basic premise of the article is that to fully deliver on the promise of cloud computing, cloud service providers (CSPs), Software-as-a-Service (SaaS) providers and customers will all require some new and highly specific leadership abilities.

Having just completed and published an in depth study of Information Governance and eDiscovery Practices for Cloud Service Providers (CSPs) that found several alarming flaws in cloud leadership with both vendors and the enterprise, I re-read the 2011 article by Darren Cinti, Matt Aiello and Jason Kranz with a more informed perspective.

General Issues with Cloud Provider Leadership

The current crop of cloud technology leaders on the vendor side of the equation have done an amazing job of monetizing the cloud during the early adopter phase of the technology adoption cycle.  The early Cloud Service Provider (CSP) leaders from organizations such as Amazon and RackSpace identified the demand for off site storage and dedicated hosting facilities and built the IT infrastructure to meet those demands.  And, these early bets have paid off as industry analysts estimate AWS to be a billion-dollar business with a 10% profit.  However, to continue to grow this business, CSP leadership is going to have to venture out beyond the outsourced data center and storage model into the IT solutions and managed services arena.  And, although organizations such as AWS with its Marketplace offering and  are showing signs of understanding this quickly evolving paradigm shift, I am not convinced that the leadership completely understands the subtle nuances of moving into software solutions.

As an example, as I found from the hundreds of interviews that I did with many of the CSP executives, 98% did not understand even the most general requirements for information governance or eDiscovery and didn't believe that they (as a CSP) had any need to provide such services.  At first I was perplexed by this response.  But, after further reflection, it began to make sense.  After all, why would an organization that had built a billion dollar business literally overnight need to consider changing their business model and expanding their offerings?

Darren Cinti, Matt Aiello and Jason Kranz answer this question in their article by stating that it is not only a matter of what markets to pursue and services to offer, but also a matter of business model innovation, which is a more rarefied strategic talent.  Does this mean that the current CSPs are "one trick ponies"?   This is probably the case for many that can't adopt to the new paradigm.  However, as indicated, organizations such as AWS seem to be at least making an attempt to expand its offerings.  However, I am going to contend that even AWS is going to have to bring in new leadership that understands this new software solutions paradigm to be successful.

This leads us to an examination of the hundreds if not thousands of Software-a-Service (SaaS) providers.  Building upon the multi-billion dollar success of salesforce.com, application developers funded by VC's looking for the next big ".com" throughout the world have jumped into the SaaS fray offering literally just about any type of software solution that you can imagine. However, many are having trouble "Crossing the Chasm" from early adoption and success to a full blown and financially viable business model.  Possibly, that reason is that most of the early SaaS companies were and still are started and run by technologists.  However, it probably takes a sales, marketing and customer services leader to take them to the next level.  And, in the world of SaaS, these next generation leaders are hard to find.

Darren Cinti, Matt Aiello and Jason Kranz quoted the CEO of a SaaS provider who asks, "How do you monetize the customer long term?" Answering that question requires the ability to find the right combination of services, delivery, and internal resources in a rapidly evolving competitive landscape to produce a reasonable profit for the provider and real value to the customer. Bottom line, it take a next generation leader.

The last group that I am going to comment on in regards to cloud providers are the big legacy software providers such as Oracle, Microsoft and IBM.  Historically, these giants have offered their legacy software to corporations under large and very expensive enterprise wide license schedules with 20%-40% annual maintenance and millions of dollars in associated custom programming and services to ensure that these systems work.  Corporate buyers didn't really like this model but it was the only game in town.  As the age old saying goes, "an enterprise IT buyer was never going to lose their job by choosing IBM whether the solution worked or not".

With the advent of SaaS over the past 5 years, the legacy providers now have competitive.  As an example, why would an enterprise of any size not license salesforce.com on a per seat basis and not have to pay for any of the IT infrastructure costs?  The answer is that you wouldn't.  And therefore, the legacy providers have been forced to respond.  However, it has not been as easy as you may think.  Offering a SaaS solution requires planning and time.   These organizations just can wake up one morning and decide that starting today they are going to offer SaaS solutions.  They either have to build new applications from scratch or acquire an existing code base.  Further, once they have the new SaaS offering in place, they then have to go to their installed base and begin the sales discussion that they now offer the option of SaaS.  And, this process is wrought with danger as it signals to customers that SaaS is now an option.  As a result, many decide that they should begin looking at alternative vendors.  In short, many legacy providers have experienced client cannibalism at best (competition between the legacy software sales team and the new SaaS sales teasm) and loss of clients to competitors at worst while they attempt to make the transition to offering the option of SaaS.

None the less, these legacy vendors have few options.  Therefore, Oracle, Microsoft and IBM have all jumped into the cloud game with some pretty spectacular IaaS, PaaS and SaaS offerings.  However, it has not been without at least a "pound of flesh" as I know many legacy software sales executives that were making a million plus per year and have been replaced with telemarketing sales people selling and supporting SaaS solutions. Once again, successfully making this transition to the cloud is going to take next generation leadership.

General Issues with Cloud User Leadership

I am not going to rehash all of the operational and financial savings that can be realized by moving to the cloud.  Instead, I am going to comment on the leadership aspects of what the enterprise  needs to do to be successful leveraging the cloud.

Most Global 2000 organizations have very competent IT leaders that run massive international organizations with multi-million dollar budgets.  However, how many of these leaders truly understand the value of the cloud and how many are willing to dismantle these massive organizations in the spirit of doing what's right for their share holders? And maybe an even more fundamental question is how many Global 2000 Board of Director members and C level executives understand the value of the cloud and are directing their IT executives to move forward with cloud migration plans?  The answer to both of these questions is "not very many" and therein lies the gap in leadership.

Darren Cinti, Matt Aiello and Jason Kranz state that in organizations that employ the cloud, the focal point will inevitably be CIOs. They will have to understand how cloud computing can best support the business, both operationally and strategically. They will have to work collaboratively with other functions and parts of the business to realize the greatest possible value from the cloud and to uncover additional uses. And they will need to be trusted advisers to their CEOs, helping assess the trade-offs, risks, and advantages of various uses and deployments of the cloud for the company. More specifically, CIOs will need a comprehensive understanding of the issues in key business and operational areas.

I contend that the Global 2000 needs a new breed of CIO, one that is less technical and more business savvy with the ability and willingness to lead and not worry about maintaining previous IT empires.  I contend that is it going to take next generation cloud leadership.

Conclusion

The cloud is no longer something that is going to possibly happen and may just be a fade.  The paradigm shift to the cloud is underway and therefore technology providers and technology users alike need to examine their current leadership and determine if a change may be required to at least provide the opportunity for success.

It is not that current leadership is not necessarily resistant, lack intelligence or don't want to move forward.  The truth is that we see through a lens that is familiar and the unfamiliar is hard to grasp, especially if it requires us to think differently. The challenge is that the familiar will often not take us into the future. The world changes, and as it does the familiar often becomes our enemy, not our friend.

Darren Cinti, Matt Aiello and Jason Kranz conclude that as cloud computing develops over the next two to three years, leadership will be critical to the success of providers and buyers alike. Cloud customers whose CIOs understand and address those critical business and operational issues – security, integration of services, technical talent, legal/privacy/compliance, and vendor management –will get a head start on using the cloud more extensively and realizing its benefits: cost-savings, ability to access services on any device anywhere, reliability, scalability, and the agility those attributes confer on the business. For technology product and services companies, the impact of the new model of cloud delivery is even broader, affecting almost all functional areas of the organization from engineering and development and customer service through sales and marketing up through the key roles in the C-suite. Those providers that get it right will win the race to be market leaders while laggards will likely fall by the way side. In this new world, CEOs and Boards of provider companies and buyer companies will need to make sure that they are hiring executives with the right competencies – and they will have to move expeditiously as more companies compete for cloud talent that is already in very short supply.

Under any circumstances, being a part of this paradigm shift is nothing less than spectacular.

Labels: Amazon, AWS, Cloud, Cloud Computing, Cloud Service Providers, CSPs, eDiscovery, IBM, Kodak, Microsoft, Oracle, Rackspace

posted by Charles Skamser @ 11:34 AM 0 Comments

Virtualization is the Key to Future eDiscovery Software

Historically, eDiscovery software has run on a physical computer. However, this architecture has a significant number of operational and financial flaws that make it an unattractive option as the world of information management and therefore the eDiscovery industry moves forward and into the arena of Cloud Computing.

First of all, even though the cost of computing power (i.e. processors, memory, etc.) has dropped dramatically over the past several years and will continue to drop, with the option to run software in a virtual computing environment, it no longer makes any sense to "bind" software to single physical computer. The model is not flexible and doesn't leverage operational investments in data center infrastructure, rack space, power, cooling, cabling, maintenance and support.

Further, software running on a single physical computer is very inefficient as it rarely utilizes the power of that computer.  And, when a physical computer is maximized, a new physical computer has to be provisioned (i.e. setup, configured, software loaded, tested, etc.) which takes time and therefore costs money.

Virtual computing environments, on the other hand, enable multiple virtual machines to run on the same physical machines thereby maximizing the utilization of the available computing power. Theoretically, users should be able to provision new virtual machines (within a physical machine) to meet specific computing demands without having to necessarily provision a new physical machine.  Taking this virtual machine concept to a data center or in come cases a multi-data center concept, Cloud Service Providers (CSPs) such as Amazon (AWS) and Rackspace utilize the latest technology to enable the seamless provisioning of additional virtual computing environments within a single physical machine and  across as many physical machines as is necessary to complete a task.  Further, most CSPs now enable users to also provision the appropriate amount of memory and storage as may be required for a specific task and for a specific amount of time. As an example, if Early Case Assessment  (ECA) software ran in a virtual environment, users could provision a large number of both virtual and physical machines (with the appropriate memory and storage) to tackle the high processing requirements during ingestion, indexing and initial processing and then reduce the number of machines (virtual and physical) once the data was normalized and moved to a less computer intensive task such as document review.

The added benefit to the virtual eDiscovery software approach is that the vendor have the flexibility to only charge users for the computing power, memory and storage that they use as opposed to the current model that basically charges users to subsidize idle computing resources.

I would imagine that this all sounds very attractive to end users.   And, I am sure that once these users completely understand the operational and financial value of virtual eDiscovery software, they won't be interested in an eDiscovery platform that doesn't run in a virtual environment.  Adding more incentive for users to be interested in exploring virtual eDiscovery software solutions, eDiscovery software that is not virtual will not be very adept at running in the new cloud computing environment where virtual machines are the norm if not the requirement.

Unfortunately, there are only a few eDiscovery software platforms that have been designed to run in a virtual environment.  And, although there are both hardware and software solutions available that will enable a legacy software solution (not designed for a virtual environment) to run in a virtual environment, they are somewhat clumsy and add additional expense and unnecessary layers of processing.

So, in the next several weeks, as a lead in to the release of the eDSG/DCIG 2012 Early Case Assessment Interactive Buyer's Guide, I will be publishing several articles on which eDiscovery software vendors have eDiscovery software that was designed to run in a virtual environment.

Labels: Amazon, AWS, Cloud, Cloud Computing, Cloud Service Providers, CSPs, Early Case Assessment, eDiscovery, Rackspace, Virtual

posted by Charles Skamser @ 3:47 PM 1 Comments

Amazon is Overlooking the Fiancial Value of eDiscovery

On April 4, 2012, Dick Harris posted a really interested article on Gigacom.com titled "How the cloud could boost Amazon’s slow-moving margins".  Mr. Harris quoted an analyst from Morgan Stanley who indicated that Amazon’s cloud computing division could be a shining star (even if not too bright) on the company’s long road toward increased profit margins. However, while their forecast isn’t glowing, it also doesn’t account for the evolution of Amazon’s cloud business from pure infrastructure-as-a-service into higher-level (and higher-margin) services.  He went on to state that in the new research report published Monday morning, analysts Scott Devitt, Andrew Ruud and Nishant Verma come to a possibly disconcerting conclusion for any investors banking on Amazon for short-term returns. The report’s gist: “After analyzing Amazon.com’s cost structure in detail and by segment, we conclude that there are far more variable costs than investors believe, leading to an overly optimistic timeline for margin expansion.” But Amazon Web Services is an opportunity Amazon might be able to exploit.

The report estimates that AWS was responsible for $1.19 billion in revenue in 2011 (I predicted in October the business was on a billion-dollar run rate), of which $108 million (or about 9 percent) was sheer profit. It’s able to maintain this margin while constantly dropping prices on its cloud services, the report contends, because AWS uses a cost-plus pricing model. That is, it just adds a premium (about 10 percent) on top of the cost of delivering those services, which continue to drop as Amazon leverages its economies of scale to buy and operate more gear and bandwidth at lower prices.

I found all of this to be very encouraging for Amazon stockholders and the cloud computing industry. However, what really caught my eye was Mr. Harris's contention that AWS margins actually could start rising as the company expands its services beyond sheer infrastructure and into managed services.  He indicated that Its NoSQL DynamoDB database service, for example, is a service for which Amazon adds value (and cost) beyond just the delivery of cloud-based infrastructure, and there are lingering rumors of a big data analytics service that will provide higher-level services than AWS’s existing Elastic MapReduce offering. 

For those of you who read my Blog, I have been contending for that past 6 months that Cloud Service Providers (CSPs) such as Amazaon are missing a very key competitive advantage by not offering eDiscovery and Information Governance as a part of an expanded Platform-as-a-Service.  Please see The Perfect Storm: eDiscovery and Cloud Service Providers, Cloud Computing Architecture and eDiscovery, eDiscovery Will Follow the Cloud Computing Boom and Navigating eDiscovery in the Cloud Shouldn't Be That Difficult.

Based on my research that there is a latent demand for eDiscovery and Information Governance in the Cloud, I conducted a research study asking both CSPs and their clients what they thought about how CSPs were currently supporting eDiscovery and Information Governance in the Cloud.   The results were very disappointing as most of the CSPs had not idea what eDiscovery was, the legal requirements nor the vlaue that it would bring to their client bases. You can read the results of this survey at: Results of the 2012 eDSG Investigation of Cloud Service Providers and eDiscovery.

With all of this history of trying to blaze new trails within the Cloud Service Provider market for eDiscovery and Information Governance, I am very encouraged by Mr. Harris's article and optimistic that at Amazon may be headed toward offering additional services to their clients such as analytics, eDiscovery and Information Governance.  It may in fact be the key for Amazon to increasing the $1.19 Billion in revenue that AWS posted for 2011 to a much higher level than could have ever been imagined with just IaaS or even standard PaaS services.  And, if Amazon doesn't get it or doesn't want to make a move on eDiscovery, I predict that one of the other CSPs will.

The full text of the Gigacom article by Dick Harris is as follows:

According to analysts at Morgan Stanley, Amazon’s cloud computing division could be a shining star (even if not too bright) on the company’s long road toward increased profit margins. However, while their forecast isn’t glowing, it also doesn’t account for the evolution of Amazon’s cloud business from pure infrastructure-as-a-service into higher-level (and higher-margin) services.

In the new research report published Monday morning, analysts Scott Devitt, Andrew Ruud and Nishant Verma come to a possibly disconcerting conclusion for any investors banking on Amazon for short-term returns. The report’s gist: “After analyzing Amazon.com’s cost structure in detail and by segment, we conclude that there are far more variable costs than investors believe, leading to an overly optimistic timeline for margin expansion.” But Amazon Web Services is an opportunity Amazon might be able to exploit.
The report estimates that AWS was responsible for $1.19 billion in revenue in 2011 (I predicted in October the business was on a billion-dollar run rate), of which $108 million (or about 9 percent) was sheer profit. It’s able to maintain this margin while constantly dropping prices on its cloud services, the report contends, because AWS uses a cost-plus pricing model. That is, it just adds a premium (about 10 percent) on top of the cost of delivering those services, which continue to drop as Amazon leverages its economies of scale to buy and operate more gear and bandwidth at lower prices.

Although AWS margins remain flat, the report notes that AWS also comprises a significant portion of Amazon’s overall technology spending, so being able to drive steady, predictable profit from it is a good thing. Non-AWS technology spending, the authors estimate, is about 4 percent of net sales — “represent[ing] the largest opportunity for operating margin expansion in the near-term.” Keeping those cost down means a greater percentage of revenue goes toward profit.

However, the Morgan Stanley report doesn’t address the possibility that AWS margins actually could start rising as the company expands its services beyond sheer infrastructure and into managed services. Its NoSQL DynamoDB database service, for example, is a service for which Amazon adds value (and cost) beyond just the delivery of cloud-based infrastructure, and there are lingering rumors of a big data analytics service that will provide higher-level services than AWS’s existing Elastic MapReduce offering.
We shouldn’t overlook the possibility of AWS expanding its licensing activities, either. As it becomes more entrenched as the de facto cloud computing platforms for many companies, providers of other services and software are keen to get on board. Already, private-cloud pioneer startup Eucalyptus has licensed the AWS API, and Citrix wants to do the same for its CloudStack software. If it’s feeling greedy, Amazon could look to capitalize even further by charging others to integrate directly with its business.
Or it could just give that cost-plus dial about a quarter turn.

Labels: Amazon, AWS, Cloud Computing, Cloud Service Providers, CSPs, eDiscovery, Information Governance, Litigation

posted by Charles Skamser @ 3:35 PM 0 Comments

Cloud Computing Architecture and eDiscovery

Cloud computing is now the defacto Information Management (IT) architecture that enterprises are either already utilizing or have plans to utilize in the near future. The goal of this Blog post is to provide an overview of cloud computing, it's effect on the practice of eDiscovery and what eDiscovery in the cloud really means.

From a pure conceptual standpoint, cloud computing is actually a marketing term for technologies that provide computation, software, data access, and storage services that do not require end-user knowledge of the physical location and configuration of the system that delivers the services.  From an end user standpoint, conceptually not having to worry about where your data is located is a tremendous benefit.  However, from an eDiscovery collection perspective, conceptually not knowing where data may be located could prove to be an issue or at the very least a concern.

Cloud comping is also a delivery model for IT services based on Internet protocols, and it typically involves provisioning of dynamically scalable and often virtualized resources.  It is a natural byproduct and consequence of the ease-of-access to remote computing sites provided by the Internet. This may take the form of web-based tools or applications that users can access and use through a web browser as if the programs were installed locally on their own computers.  Saleforce.com is the best known example of this type of application of cloud computing.  There are also several eDiscovery vendors that now offer a web-based option and most, if not all of the remaining vendors will be doing so in 2012.

At the foundation of cloud computing is the broader concept of infrastructure convergence, consisting of services delivered through shared data centers, which appear to users as a single point of access for their computing needs. This type of data center environment allows enterprises to get their applications up and running faster, with easier manageability and less maintenance, and enables IT to more rapidly adjust IT resources (such as servers, storage, and networking) to meet fluctuating and unpredictable business demand.  From a pure conceptually standpoint, infrastructure convergence enabling the flexibility of meeting the inevitable demands of eDiscovery processing would seem to be the natural next step.  However, in practice, with much of the legacy eDiscovery technology locked into appliances and complex software configurations that don't lend themselves to the advantages of  virtualized computing, there are only a few eDiscovery technology vendors that are positioned to truly take advantage of cloud computing and the flexibility of infrastructure convergence.

Once an enterprise decides to go down the cloud computing path they can either implement the concept of infrastructure convergence and shared resources as an internal private cloud, an outsource their IT infrastructure to a third party public cloud through a Cloud Service Provider (CSP) or they can choose a hybrid approach which utilizes both public and private cloud infrastructures.  However, as I stated in the previous paragraph, there are only a few eDiscovery technology vendors that are positioned to truly take advantage of cloud computing and the flexibility of infrastructure convergence.  Therefore, at this point, even though the enterprise decides to implement cloud computing, unless they embrace the new generation of eDiscovery platforms that can "live and work" in the virtual world of the cloud, they may have to leave their eDiscovery processing behind and continue to collect and process data outside the cloud.

Amazon Web Services (AWS)
One of the first and better know Cloud Service Providers (CSPs) is Amazon Web Services (AWS).  Launched in July 2002, Amazon Web Services  is a collection of remote computing services (also called web services) that together make up a cloud computing platform, offered over the Internet by Amazon.com. The most central and well-known of these services are Amazon EC2 and Amazon S3.  Most of these services are not exposed directly to end users, but instead offer functionality that other developers can use. In June 2007, Amazon claimed that more than 330,000 developers had signed up to use Amazon Web Services. Amazon Web Services’ offerings are accessed over HTTP, using Representational State Transfer (REST) and SOAP protocols. All services are billed on usage, but how usage is measured for billing varies from service to service. Please note that as of the writing of this Blog post, AWS had not responded to numerous requests to officially comment on how they are currently handling eDiscovery requests from thier clients.

CLOUD ARCHITECTURE LAYERS
Cloud computing architecture is categorized into three (3) layers; Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS) and Infrastructure-as-a-Service (IaaS).

Software-as-a-Service (SaaS)
Software-as-a-Service (SaaS) is the best known of these layers as it is the most visible to users. Simply put, Software-as-a-Service (SaaS) enables software vendors to deliver software as a service over the Internet, eliminating the need to install and run the application on the user's own computers and simplifying maintenance and support.  SaaS is actually a more mature delivery architecture than many realize and is an integral part of cloud computing. According to a Gartner Group estimate, SaaS sales in 2010 reached $10B, and were projected to increase to $12.1b in 2011, up 20.7% from 2010. Gartner Group estimates that SaaS revenue will be more than double its 2010 numbers by 2015 and reach a projected $21.3b. Customer relationship management (CRM) continues to be the largest market for SaaS. SaaS revenue within the CRM market was forecast to reach $3.8b in 2011, up from $3.2b in 2010.

And, as indicated earlier in this post, there are a number of eDiscovery tool vendors that offer SaaS delivery options.  However, don't confuse SaaS delivery with providing eDiscovery in the Cloud.  There is a major difference.   Since it is highly unlikely that the eDiscovery platform is in the same physical location as the data, eDiscovery SaaS providers requires users to physically collect data and move it the data center (physical location) that houses the eDiscovery platform.    Once loaded onto this platform, the data is processed and then users can access it over the internet.  I contend that this approach of moving data to the eDiscovery platform is not that different that what has occured over the past 5-10 years with other enterprise data and is not eDiscovery in the cloud.  True eDiscovery in the Cloud requires the eDiscovery software to reside in the cloud.  This implementation would in fact be considered SaaS but is much different than the current generation of eDiscovery SaaS platforms.

Platform-as-a-Service (PaaS)
Platform-as-a-Service (PaaS) is a category of cloud computing services that provide a computing platform and a solution stack as a service.  In the classic layered model of cloud computing, the PaaS layer lies between the SaaS and the IaaS layers.Various types of PaaS vendor offerings could be extensive and will include a total application hosting, development, testing, and deployment environment, along with extensive integrated services that consist of scalability, maintenance, and versioning.  PaaS offerings may also include facilities for application design, application development, testing, deployment and hosting as well as application services such as team collaboration, web service integration and marshalling, database integration, security, scalability, storage, persistence, state management, application versioning, application instrumentation and developer community facilitation.

It is within the Platform-as-a-Service (PaaS) layer where eDiscovery services belong.  In fact, this may be a good time to coin the term eDiscovery-as-a-Service (eDaaS).  Unfortunately, as of the writing of this Blog post there are no eDiscovery vendors that offer eDiscovery-as-a-Service (eDaaS).  However, there are several vendors that I am aware of that are working on offerings to be released in early 2012.  And, since providing eDaaS as a standard option for any PaaS offering makes so much sense and could provide a first mover and key competitive advance for Cloud Service Providers (CSPs), I predict that we will see several eDaaS offerings before the end of 2012.  And, I also predict that once the eDaaS offerings hit the market, the legacy eDiscovery platform providers will be forced to re-evaluate the value propositions of their non eDaaS offerings in the cloud.

Please note that I am working on a research paper investigating how the CSPs support the eDiscovery requirements of their client bases and what next generations tools (eDaaS) are going to be available to assist the CSPs with these requirements.

Infrastructure-as-a-Service (IaaS)
Infrastructure-as-a-Service (IaaS) is the least glamorous of the cloud computing layers but provides the real technical "infrastructure" to enable cloud computing to exist.  Infrastructure-as-a-Service (IaaS), simply stated, provides a physical yet virtual processing environment along with raw (block) storage and networking. Rather than purchasing servers, software, data-center space or network equipment, enterprise clients instead buy those resources as a fully outsourced service with the ability to scale up processing, storage and even networking as may be required.  There is a lot more technical details to IaaS.  However, for the purposes of this post, my definition is adequate to get my point across.

CONCLUSION
Cloud computing is now the defacto Information Management (IT) architecture that enterprises are either already utilizing or have plans to utilize in the near future.  Cloud computing architecture is categorized into three (3) layers; Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS) and Infrastructure-as-a-Service (IaaS).  It is within the Platform-as-a-Service (PaaS) layer where eDiscovery services or eDiscovery-as-a-Service (eDaaS), belong .  Unfortunately, as of the writing of this Blog post there are no eDiscovery vendors that offer eDiscovery-as-a-Service (eDaaS).  However, there are several vendors that I am aware of that are working on offerings to be released in early 2012.  And, since providing eDaaS as a standard option for any PaaS offering makes so much sense and could provide a first mover and key competitive advance for Cloud Service Providers (CSPs), I predict that we will see several eDaaS offerings before the end of 2012.

Labels: Amazon, AWS, Cloud Service Providers, CSP, eDiscovery, IaaS, Infrastructure-as-a-Service (IaaS), Litigation, PaaS, Platform-as-a-Service, Saas, Software-as-a-Service

posted by Charles Skamser @ 12:22 PM 0 Comments